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Exploring IT/IS proactive and knowledge transfer on enterprise digital business transformation (EDBT): a technology-knowledge perspective

Purpose

Business process management (BPM) has been discussed in much literature as a crucial approach to achieve firm-enterprise business performance, however in term of digital business transformation to face the current digital enterprise business era, there is still much to be explored. Drawing sociotechnical perspective of ETHICS theory, the study develops and conceptualize information technologies/systems (IT/IS) proactive capability and socialization-codification knowledge process that produce business transformation process in digital-based era.

Design/methodology/approach

Of the 173 company-enterprise respondents in Indonesia, the authors empirically test and validate the conceptual model using structural equation model tool-SmartPLS and SPSS statistical. The enterprise respondents were manufactures industry, construction services, hardware and software, plantation and agriculture, financial and insurance services, and other retail trade.

Findings

The authors found different findings of mediating effect and direct relationship effect. Socialization knowledge process has directly influence IT/IS proactive capability and enterprise digital business transformation. Codification knowledge process has successfully support IT/IS proactive capability, but unsupported correlation on enterprise digital business transformation. Also, IT/IS proactive capability positively influence enterprise digital business transformation. Enterprise business process suffers when the firm transform their business process into digital-based only using codification knowledge practices because documented knowledge (codification type) is not strong enough to help company in the way of enterprise digital business transformation. Mediating role show IT/IS proactive capability is crucial approach for enterprise business transformation to maximize codification knowledge practices. The findings present one fully supported results of mediation role through IT/IS proactive capability. A stronger support for enterprise IT/IS strategy in company, a high opportunity for codification knowledge practices to improve the digital ways to transform the enterprise business process. In short, the results can guide enterprise managers on how to manage their knowledge resources and maximizing emerging technologies to achieve enterprise digital business transformation.

Research limitations/implications

The authors acknowledged that future studies would be worthwhile to create, develop and strengthen the model and its related foundation. Future research may try different concept/theory that applicable in enterprise digital business transformation. Also, an opportunity for future study is how enterprise digital business transformation in different context of industries with the current emerging technologies (e.g. IoT, big data, AI).

Originality/value

This study offers a theoretical and conceptual framework to the applicable digital-based within enterprise business transformation context. A knowledge/novel contribution of this study is the integration of a sociotechnical that highly relevant and drives enterprise digital business transformation. This study also is an effort to combine some areas such as business transformation strategy, knowledge-intensive business services, knowledge management and IT/IS.

Influence of high-performance work systems on intrapreneurial behavior

Purpose

In the past, a plethora of studies has investigated the organizational and individual outcomes of high-performance work systems (HPWS). However, less is known about the mechanism through which HPWS impacts employees’ behavior, particularly intrapreneurial behavior (IB). Drawing on the social exchange theory, this study aims to fill this gap by investigating the mediation effect of perceived organizational support (POS) on HPWS-IB linkages.

Design/methodology/approach

Data were collected with the help of structured questionnaires from employees working in service industries such as banking and insurance.

Findings

HPWS was conceptualized as a higher-order measurement model that includes four lower-order dimensions, namely, information sharing, decision-making participation, job security, training and development. Partial least squares structural equation modeling technique was used to test the hypothesized relationships. Results showed a positive and significant effect of HPWS on IB. Moreover, POS significantly mediated the HPWS-IB link.

Originality/value

Despite an increasing number of studies on the role of human resource management (HRM) practices in enhancing innovation and creativity, there has not been enough research on how HPWS affects IB at the individual level in the presence of POS. Thus, this research is the first of its kind to investigate the mediating role of POS in HPWS-IB linkages in the Malaysian context.

Toward Business Process Innovation in the Big Data Era: A Mediating Roles of Big Data Knowledge Management

While recent debate recognizes the importance of big data (BD) and knowledge management (KM) in firm performance, there has been a paucity of literature regarding big data analytics technological (BDAT) and knowledge exploration-exploitation capabilities (KEEC) in the context of business process innovation (BPI). This study aims to identify whether BD and KM can be established in these emerging issues. We used a survey questionnaire to collect data from various firms and industries. We used structural equation modeling (SmartPLS and SPSS) to validate the research model with a sample of 155 companies in a developing country such as Indonesia. The result demonstrates a positive relationship between KEEC and BPI, followed by several significant findings such as BDAT with KEEC; KEEC on big data knowledge management (BDKM); BDKM and BPI; and BDAT on BDKM. In contrast, BDAT is nonsignificant for direct relationship on BPI, and interestingly, it becomes a significant result after mediated by BDKM. Similarly, BDKM has successfully mediated the relationship between KEEC and BPI. The management level ideally develops and increases such a knowledge creation/acquisition practices and BDAT in an organization to gain more meaningful benefits from these two capabilities. BDAT, KEEC, and BDKM simultaneously are a clear antecedent approach, which ultimately results in flexibility, effectiveness, and effectivity of BPI. The cases of this research are profit firms in a developing country such as Indonesia. A future study could be considered in different settings such as type of industries or more specific company's type, the economy level of countries (comparing between developed and developing countries), and environmental dynamical. A novel field of study is the inclusion of knowledge exploration-exploitation and BDAT that drives BPI.

INTANGIBLE RESOURCES AND INSTITUTION PERFORMANCE: THE CONCERN OF INTELLECTUAL CAPITAL, EMPLOYEE PERFORMANCE, JOB SATISFACTION, AND ITS IMPACT ON ORGANIZATION PERFORMANCE

Purpose: The aim of this research paper is to examine the relationships between intangible assets, employee’s performance, and job satisfaction (JS) with structural model. The research explores both the practical and theoretical basis of these paradigms on organisation performance. This research also aims to identify whether a relation can be established between these aspects in the context of non-profit organisation performance in Indonesia. Design/methodology/approach: Reviewing the literature explores a theoretical existence of related context preceding the organisational performance. The authors used structural equation modelling to check the research prototype with a sample of 121 respondents. The respondents were heads of departments and general employees. In addition, SPSS was used to measure demographic, non-response bias, and generate descriptive statistics. Findings: Overall, the results demonstrate that organisation with a higher level of intellectual capital (IC), employee performance (EP), and job performance (JP) are important predictors of organisational performance in this sample. Similarly, JS and IC predicted EP. It is acknowledged that emotional intelligence such as satisfaction and dissatisfaction are important incentives to necessitate action tendencies. Research limitations/implications: This research is focused on organisations. Further research may extend the focus to different types of organisations and countries. Practical implications: The findings of this study may help institutions and HR departments to initiate new strategies such as integrating the traditional company performance measurement systems based on various indicators of this study. These factors succeed in providing an effective representation of a set of intangible assets that are developed by the company and that contribute to the improvement of company’s performance. Additionally, to maximise IC assets, the company can implement knowledge sharing practices among employees and experts as well. Original value/knowledge contribution: This research is useful for organisations and academics as a reference of the comparative and intersecting explanation of enhancing organisational performance. Moreover, various main concepts/theories are combined, namely, IC, JS, and employee’s performance to solve the obstacles of organisation performance.